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Getting Leadership Team Composition Right

Getting Leadership Team Composition Right | ISC Recruiting News & Views | Scoop.it

As we have mentioned in other articles, leadership teams are not and should not be like any other team in an organization. Knowingly or unknowingly, they create the conditions for their organizations to either thrive or flounder. Because the stakes are so high it is absolutely critical for CEOs to get the composition right.

Executives at many companies rise the ranks in large part because of their past accomplishments and functional expertise; sales results for the head of sales, successful product launches for the CMO, balance sheet and capital raises for the CFO, technological innovation for the CTO. Advancement is also often a reward for putting in hard work and years of service or forming the necessary political bonds with the right senior influencers. Functional track record, work ethic and relationship skills are important for any senior executive, but are insufficient when an executive is asked to be part of an effective senior leadership team.


Read the full article at: chiefexecutive.net

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Reducing CEO Turnover and Optimizing Returns in Private Equity

Reducing CEO Turnover and Optimizing Returns in Private Equity | ISC Recruiting News & Views | Scoop.it

Reducing CEO Turnover and Optimizing Returns in Private Equity 

Ann Zaslow-Rethaber's insight:

Insightful article  or Private Equity firms, offering actionable items to actively reduce attrition at your C level.

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CEO Leadership During COVID-19

CEO Leadership During COVID-19 | ISC Recruiting News & Views | Scoop.it

The coronavirus pandemic has been an epic test of character and determination for millions of people around the world. Nothing compares with the sacrifice of workers on the front lines in hospitals and other essential services. In the business context, CEOs have had to cope with extraordinary demands: for them, the pandemic has been an ultimate leadership test, according to a new report by Homayoun Hatami, Pal Erik Sjatil, and Kevin Sneader of McKinsey & Company.

Over the past few months, the McKinsey partners spoke with business leaders around the globe about how they are coping both personally and professionally. Many told McKinsey about the microhabits—daily routines and ways of working—that they have adopted to help them, and their companies, weather this crisis and emerge stronger from it.

Coping with the sudden shutdown of the global economy was hard enough; figuring out how to restart in such an uncertain environment is, if anything, even harder, many told McKinsey. CEOs are expected to show “deliberate calm” and “bounded optimism.” 


Read the full article at: huntscanlon.com

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